从富跳跳看企业文化管理（Looking at enterprise culture management from rich jump）.doc

从富跳跳看企业文化管理（Looking at enterprise culture management from rich jump） Since 2010, Foxconn has become the focus of media and Internet users because of frequent employee jumping off events. Netizens also called it rich jump. In the event of a jump, Chen Hongfang, vice president of the Foxconn group union, said that Foxconn had 310 thousand employees in Shenzhen, most of whom were 80, 90. This part of the community is very strong sense of self rights, indulge in cyberspace virtual, and rarely communicate with colleagues around. In addition, when the staff dormitory is allocated, people live in a mess, and the people in a dormitory are often people in several departments. They often lack common language and lack a link between them. The loneliness and helplessness faced by employees can be imagined completely. In the face of the staff has jumped from the Dutch act event, Foxconn employees explained that Foxconns lack of respect between people, employee relations indifference, the spirit of enterprise is very strict, but the spirit of enterprise culture life of employees but not enough attention. At present, Foxconn employees jumping the real reason is still in the search, but first of all, the problem is that Foxconns corporate culture and the status quo does not match. This situation, Foxconn correctly and clearly set out the next five years, the enterprise culture construction planning is very urgent, very important, the need for extensive research, staff interviews, fully prepared, not only pay attention to the concept of enterprise innovation, and ignore the idea behind management support, did not consider to the actual enterprise management Similarly, many enterprises in the process of promoting the construction of enterprise culture, there is a concept, light rooted phenomenon, based on the planning and building of enterprise culture, to culture management, and more out of corporate strategy, human resources, production, management, marketing and other management a